How to Determine Interview Levels / Rounds?

How to Determine Interview Levels / Rounds?

For junior positions, generally one level of interview and test is sufficient. For middle and senior positions, two or sometimes three level interviews are organized. For senior positions, it is advisable to have two or more interviews, preferably on different days at different locations. This will enable us to know the same person in different situations which will help us to understand him better. For technical positions, generally the interviews are taken in two rounds.
First, the technical round where their technical skills are checked. Here, the result of the technical test given to the candidate is examined and cross checked.

Next is the HR round where the candidates’ personal attributes, attitude, temperament, communication skills etc. are checked.

The HR round is generally conducted for those candidates who have cleared the technical screening round. However, the order may vary as per the company’s requirement, evaluation criteria and preferences. The final short listing or selection should be done based on the results of each level of interview and tests.

Sourcing of Potential Candidates

There are various internal or external sources from where potential candidates for any employment position can be found.
Internal Sources:

1) Inter-department Transfers: For job-rotation or individual preferences basis, employees can be redeployed into newer roles based on their skills, experience and preferences.

2) Employee Reference: We can ask our existing employees if they know somebody who can fit the profile of the person we are looking for. Many companies use such “employee referral” scheme and also award some remuneration to the employees who provide a reference which finally gets selected in the company.

3) Promotions: Instead of finding an outsider for some senior position, somebody from within the company who is suitable for the position is elevated to the bigger responsibility.

4) Demotions: As a part of an organizational restructuring or to avoid retrenchments, some candidates are offered lower roles with lesser remuneration and privileges. It works on mutually agreeable terms. Sometimes, such practices help in correcting hiring mistakes and benefit both the parties eventually.

5) Retired Employees: Some retired employees who are still ready, able and willing to work can be tapped for positions they can fill.

6) Old Employees: Those who have worked with us earlier, and left us because of any reason, can be called again if we found them good.

7) Resume Bank: We may have interviewed or evaluated some candidates earlier and due to some reasons did not finalize with them even though they were suitable. Our HR department must maintain the resumes of all those candidates whom we evaluate and who are found to be promising, for such a future reference.

External Sources

1) Advertisements: Advertisements in publications like newspapers and magazines can be used for a response from a wider group. It is suitable when either you have very urgent requirement or you are looking for a bigger number of candidates to choose from.

2) Job Sites: There are many web sites which provide databases of almost all categories of manpower. Access to such databases is available through some paid subscription scheme.

3) Industry Portals: There are some industry-specific portals which specialize in screening and listing manpower required for that particular industry. If such a portal exists for our industry, it should be checked for potential candidates.

4) Placement Consultants: These agencies shortlist candidates on our behalf and then send us those who are found to be matching our requirements. This process saves the time of filtering or short listing candidates from a larger lot. These consultants generally charge some percentage of the annual salary package of the employee as their fees. They also offer some replacement assurance, which means that if an employee selected through them leaves within a specified period (which is few months); they provide a free replacement for a new candidate.

5) Headhunters: These are a different type of placement consultants, who find and pick up suitable candidates from competitors or other similar organizations. They seek the candidates (who may not be looking for changing their job), evaluate them and if all goes well, offer them a new position on our behalf.

6) Social Media: These days, LinkedIn, Twitter, Facebook, Google + and other Social Media platforms are good alternative recruiting sources. They give a lot of information about the potential candidates, their career paths, achievements, references etc. The time-line of a person on any social media platform provides a wealth of information about him.
7) Campus Placements: Many educational institutes invite companies to come to their campus and seek fresher candidates for recruitment. This is one efficient method of evaluating a big number of candidates quickly. It is cost-effective and it also helps building a good employer brand among the potential candidates.

8) Employment Exchanges: Some government or semi-government organizations work as a mediator between the candidates and the employers. These employment exchanges maintain databases of candidates and supply the information from them to the companies looking for manpower.

9) Labor Contractors: Many skilled or unskilled workers can be sourced from labor contractors who specialize in that type of manpower.

10) Walk-in Recruitment: Many factories and offices put a sign on their gate inviting candidates to walk-in for some job vacancies. Such practices are useful for unskilled workers who can be deployed quickly into some waiting task.

11) Job Fairs: Some job portals or some other organizations arrange job fairs to facilitate employee-employer interaction. This gives the company exposure to a diverse set of candidates and can be used for attracting applications.

The LSBF is the best source to learn more about how to determine interview levels or rounds and the entire human resources recruitment and selection process.